First, the knowledge economy and "lazy" management
Laziness is laziness. You may be familiar with diligent management and diligent management. Then, why put forward knowledge economy and lazy political management? Therefore, this issue is analyzed from the following aspects.
The first question: lazy ants and lazy management
The phenomenon of lazy ants is related to biology. A problem in entomology. Biologists have observed that 20% of ants in the ant kingdom don't work, which is a very unfair phenomenon. Other ants are busy, while wandering around. Seems to be doing nothing. Why? Biologists have found that if the bread crumbs, meat bones and tea seeds that ants need are gone, for example, if they can't find new food in a hotel and there is a hotel next door, the industrious ants will be confused, unable to find the "North", unable to find new food sources and new growth points. At this time, those lazy ants stood up and said confidently, "Come with me. Oh! Biologists understand that the so-called lazy ants are not "lazy", but think and think. In fact, this phenomenon is related to the dynamic enterprise management in the era of knowledge economy, which especially needs a large number of "lazy" ants and "lazy" management. This is because: in the era of knowledge economy, human beings all over the world are undergoing three major changes, whether in China, the United States or Europe.
The first feature is "rapid" change. With the rapid development of science and technology, the products of enterprises change with each passing day, and the market is constantly changing. For example, 20 years ago before the world 100 or the top 50, how many are left today? There are only a dozen this year. The average life expectancy of this world-class enterprise is half that of human beings, and it is 38 years old. Then, not to mention small and medium-sized enterprises, it can be said that new enterprises are established every day, and old enterprises go bankrupt, so the changes are very fast. These figures are from the past 50 or 20 years, and they are from the industrial economy era. Imagine, in the era of knowledge economy. Change is undoubtedly faster;
The second feature is "big" change. If "fast" means time; Then "big" is space. In the information society, information economization means global economization. On the computer network you use, these changes are global. What you design is global. In the past, China did not carry out reform and opening up. You can shut yourself off. Can you shut yourself off now? The changes in the information age involve a wide range, involving all corners of the world.
The third feature is "multiple" changes. If the change is simple, simple, big and fast, then there is nothing to be afraid of. It can be said that as many people as there are in the world, so many people are changing. Modern people emphasize the individuation of consumption. People's thoughts, knowledge and ideas are changing. People who have been to Beijing Saite and Yansha Friendship Mall may feel that there are many kinds of goods and great changes, but after visiting high-end shopping malls in Hong Kong, Japan and the United States. I feel that Beijing is dwarfed by it. In large shopping malls in Japan or the United States, there are thousands of cameras that are closely related to us, the same camera, various colors and different styles.
Facing "rapid change", "great change" and "multiple changes"; What is the most important thing for an enterprise? What matters is strategy. There is a popular saying: "Doing the right thing is much more important than doing it right." One is to do the right thing, and the other is to do things right. Do every product well. From its own point of view, there is nothing to be picky about. Workers are diligent and hard-working, working overtime every day and every night. Very hard. Do things right, then even if your products are perfect and cheap, they can't meet the market demand and still pile up in the warehouse. This is the right thing to do. On the contrary, if I do it right, the products I develop can meet the market demand. Adapt to the development strategy of enterprises. Even if the product price is relatively high. Not even perfect. Excuse me, which method is good? ! This is a strategic issue. Who will think about strategic issues? Not by "diligent ants", but by "lazy ants" In the era of knowledge economy, people with high level of knowledge and culture, high level of science and technology and high quality of science and technology may become "lazy ants". Lazy ant, his brain is not lazy.
In the 1920s, 85% of the wealth of producing a car was created by investors and workers, because cars in that era had low technical content, less management and were relatively simple. But in the 1990s, for example, how much wealth did investors and workers create by producing a Mercedes-Benz worth more than one million yuan here? Less than 10%. More than 90% are created by engineers, managers, general managers, marketers, advertisers and strategists. Why? Modern cars should not only consider environmental protection, but also consider energy saving, fast running, beautiful appearance, low price and so on. Can ordinary investors and production workers solve these problems? This is the content of knowledge, and it is also a concrete manifestation of the power of knowledge. So the first problem I analyzed was lazy ants and lazy management. It is knowledge management. "lazy" management; Not lazy.
The second question: the fields operated by Chinese enterprises, universities and scientific research institutions. Product development and project organization. Where is its growth point? This is a topic that was often talked about in the 1990s. In the era of knowledge economy, to use a very common cliche, the growth point is to develop high value-added products. As far as China is concerned, all newspapers tend to interpret "high added value" as "high technology and high input", that is, "high added value". My personal understanding is different. This is the anatomy of "high added value".
Let's talk about "high" first. High-tech, high investment, right! But my enterprise is simple production, and the products are cups and clips. How can we generate high added value? Then, I agreed. This is a high level of production management. Through top management, reduce its production cost and improve its product quality; Open the market through top marketing. Is this different from generating high added value? Think about it. The same production of a style of clothing, my clothing may be similar to his in fabric and cost, but mine is a well-known domestic brand, and its popularity is greater than his, so it can produce high added value. Senior management, of course. High-level marketing and well-known brands can generate high added value. So, can high credibility produce high added value? My enterprise has no advantage among many competitors, but my products have good after-sales service and high reputation, and can still generate added value. There is also a high quality, that is, the quality of business leaders is high; Leaders with high knowledge level and employees with high quality level. In the era of knowledge economy, high added value; Does not necessarily mean that it must be high technology and high investment. These are narrow concepts.
Second, talk about "additional". We generally think that "adding" means increasing knowledge content, and "adding" can really produce high added value. Conversely, let's think about whether "subtraction" can produce "high added value". Haier's "big sweet potato" washing machine makes full use of the dialectical relationship between "addition" and "subtraction" and benefits a lot. Some western enterprises adopt simplified management. Don't think about "plus", in fact, the management of "minus" still produces high added value. Let's think about whether you need to reduce all the work and links in enterprise management and whether you can reduce some complex and redundant functions of your products. I don't know if you agree that "subtraction" can produce high added value. A very simple sentence: reduce people and increase efficiency, then it will produce high added value! In addition, "multiplication" can also produce high added value. 1 1 1 "plus sign …, 1 kloc-0/not 10 times1and so on. Multiplication is combination, and combination can also produce high added value. For example, Beijing TV has a children's program called Seven Colors. Imagine that they have published a set of books called Seven Colors of Light. Including a lot of content, such as children's fairy tales, children's folk stories, children's poems, essays and so on. But for this series of books, if you only buy one, it will only be red, green and yellow. If you buy all these books and put them together, they will look particularly good. This is six-color light, and it is also multiplication and constant addition. Xi 'an Terracotta Warriors and Horses; It is a sensation in the world, but only by going to Xi 'an to see the Terracotta Warriors and Horses can we see the wisdom and magnificent grand scene of the ancient working people in China. This is a combination. If I take some terracotta warriors and horses to Beijing, I will take them to overseas exhibitions. Look, look at the Terracotta Warriors alone. Does it look nice? It looks good, too But you can see the fighting, the momentum and the spirit. Many of you have seen the Terracotta Warriors in Xi, and I think everyone has this experience and feeling. This is the problem of "multiplication". Therefore, "high added value" products should not only think of "addition", but also think of "multiplication" or "subtraction", which can also produce high added value. This is the second anatomical point.
The third point: talk about "value". When it comes to "value", as the name implies, it is "value" and high added value is "value". Others say that it is not only value, but also use value. This problem has long been demonstrated in Marx's Das Kapital and classical economics: goods have duality-value and use value. But it is not enough to be limited to these aspects. Expanding the thinking space, how did our "high added value" come from? Ask; Is time precious? Valuable. During New Year's Day and Spring Festival, your retail sales increased greatly. In some periods before Christmas in the United States, the goods sold accounted for one-third of the total annual sales. This is very simple. Clothes and fashion should be in season, and this time is valuable. In a hurry. It is important to grasp the season. Our goods in China, especially the export goods, are slower than others in this respect, and the delivery is late, which is a drag, and finally loses time value. But I want to talk about another aspect. Is it valuable to find some time, such as the centenary celebration of Peking University? In some areas of Wenzhou and Guangzhou, many entrepreneurs spend hundreds of thousands of dollars a year to study. These people didn't study in Peking University for nothing. On the one hand, they learn, on the other hand, they capture information, and make commemorative watches, commemorative badges and commemorative ties on the occasion of the centenary of Peking University, earning a lot of money. Therefore, time can produce value.
Also, can "quantity" produce high added value? Of course, it's cheap and good. I sold at a low price and sold more than you. Isn't that earning more than you? On the contrary, does selling more produce added value? Rare things are expensive. The less you sell, the more you earn! So high added value is generated. Sometimes you can make more money, and sometimes you can make more money with less money! In the 35th anniversary of Quanjude/kloc-0, they ordered wine from German brewers, including dry red and dry white, and specially produced 1350 bottles or 13500 bottles. Limit quantity and create value. Also, can place names produce high added value? The Ice Lantern Festival in Harbin, the mountains and rivers in Guilin, the scenery, celebrities and places of interest in Huangshan and many other places can all produce high added value. Finally, "commodities", such as cups, microphones, clips, steel products, home appliances and cars, are all tangible, which is visible to ordinary people, but not only visible to lazy ants, but also invisible. So for high added value, especially in the era of knowledge economy, you should not only see tangible things, but also see how many intangible things there are! Services can generate value. Is invisible. But it's also a service. My service can generate high added value, but yours can't. To make a comparative experiment, three air-conditioning manufacturers all say that their services are first-class and international five-star. Ok, make a phone call at night and tell the first family that the air conditioner is broken. Answer: Oh, send someone to your house for repair the day after tomorrow. Because tomorrow is Sunday. I feel very satisfied with this answer. In Zhou Wei, China, consumers rarely sit in the position of God. Tomorrow, I will try to go to the shopping center to avoid the summer heat. Call the second room again and answer: ok! I'll repair or adjust it for you tomorrow morning. The third answer: "I'll fix 1 for you right away. Which air conditioner will you buy in the future? " Therefore, in the era of knowledge economy, in a sense, your enterprise and your products are not only quality competition and price competition, but also service competition.
Can "culture" produce value? Haier's brand value exceeds10 billion yuan, precisely because of its high cultural content, culture produces value. Goldlion tie, Pierre Cardin clothing, Nike sports shoes. Because of its high cultural content, it has high value. In other words, if your enterprise has the same capital, technology and production level, it will inject intangible cultural content. It can promote the realization of commodity value. You are unhappy without culture, and you don't care if the enterprise has no culture. Do enterprise products still need culture? No! Enterprises and products not only need culture, but also greatly increase the cultural content.
In short, looking for the growth point of enterprise development is to produce high value-added goods. I will dissect this problem. I think all people and enterprises can adapt to it, understand and apply it from different angles and in different ways. It can be decomposed or recombined, resulting in endless changing factors. So, are you still worried about your enterprise? Can't your products generate high added value? This is the second question, and it is also a strategic question that lazy ants think about.
The third question: "four eyes" and "four modernizations"
Men should have 1000 eyes, and entrepreneurs should have four eyes.
Generally speaking, foreign entrepreneurs and leaders only need two eyes to do business. One eye looks at the market, the outside of the enterprise, and the other eye looks at the inside of the enterprise. Everyone knows that no matter what business you do, you have to look at the market. So when you look at the market with the first eye, what does the second eye look at? Look at the employees inside the enterprise, what is the quality of your employees, and whether there is cohesion and centripetal force, which foreign companies should look at. Leaders of domestic enterprises, universities and scientific research institutions should also take a look. This is the same as that of foreign countries, but China needs a third eye. So what should the third eye see? Look at the government. Why should we look at the government? Township enterprises should keep a close eye on what major policies the county government has introduced, including what macro-policies need to be regulated in our province. Because this government has many functional departments, such as tax bureau, industrial and commercial bureau, health bureau and so on. Even the family planning department. If you neglect family planning, your employees will have more children and your business will be fined. You should take part in any other cleaning and afforestation. The third eye is more important to look at our country's macro-control policies, market policies, consumption and level, how to expand domestic demand, how to start and expand the rural market and so on.
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